The ideal service management solution lets you capture information about problems and resolutions wherever they surface in order to document insights from anywhere within the system. As you devise your action plan, stay focused on incident management, change management, and reporting and ensure you follow these best practices for each:
- Carefully define primary incident categories, clearly separating incidents and requests
- Automatically capture call information to ensure consistent logging and lay the foundation for automated task assignment
- Prioritize incidents to enable alerts and ensure service level agreements are being met
Change and Release Management
The ServiceNow CMDB is actually the heart of Change and Release Management. By understanding the upstream and downstream effects of a change, as well as the risk and priority, Change managers can better understand the significance of a new change or release.
With an accurate CMDB, the processes of requesting and reviewing changes become more dependable as you truly know what is in your environment and what is dependent upon those changes. And the planning and deployment of release activities results in successful deployments and less disruptions, due to updated and accurate CI data. Overall, Change and Release Management reduces the cost and risk of rapid, ongoing changes with capabilities such as an intuitive change calendar, dynamic risk and impact calculation, and change collision detection.
Problem Management helps IT investigate the root cause of an incident through structured problem analysis, then document solutions and workarounds in the knowledge base.
Asset Management tracks the financial, contractual, and inventory details of hardware, software, and virtual infrastructure – as well as non‑IT assets – throughout their lifecycle. The implementation of an Asset Management program is not a single project, but a journey. Frankly, it’s never ending as there are always opportunities for continuous improvement. Contender approaches IT Service Management implementations in a repeatable manner using standard methodologies.
- Determine Business drivers behind the implementation (cost reduction, improved end user experience, streamline for efficiency, etc.)
- Determine End-State goals and objectives (in detail)
- Determine customer readiness
Once the former has been established Contender will conduct work sessions for each of the disciplines to be implemented. Contender’s goal is to not take on any more than 4 disciplines within a single phase. It is rare that a customer entity can keep up with the rigor required. Instead, the goal is to map out up to 4 disciplines and allow the customer to “mature” into the platform.
Work sessions are to drive decisions what will eventually become requirements and ultimately stories. Each work session covers:
- An overview of the process to be implemented
- What is working today and what doesn’t
- Future state goals
- Demonstration of OOTB processes
The product demonstrations provided show the end-to-end workflow of the process. This helps tie things together for the customer.
Project cadence and scope are determined by customer readiness and the availability of data. Asset Management is a multi-process lifecycle. Customers are rarely, if ever, ready to embrace the entire lifecycle as defined. Most customers are only fluent in 2 or 3 components of asset management and ultimately only have 3-5 short-term goals.
The graphic above depicts a typical first phase for an asset management implementation. Within this graphic we can see that the customer wants to provide a selection of assets to users through the service catalog. We begin monitoring assets when they are in production and configured. Assets are tracked for chargeback purposes and reporting. Assets are then retired. Other components of the asset management lifecycle are already accomplished through other means, or the customer is simply not ready to implement. Not only does this outline a first phase, it also reinforces the point that asset management can be done in progressive stages, with each phase building on the previous stages.
Service Catalog provides effective and efficient workflow, approval, and automation capabilities. This helps you improve the customer experience, accelerate service delivery, and reduce operational costs — alleviating the pressure on IT and other corporate service providers.
Knowledge Management captures knowledge from across the organization, and packages and makes it readily available for the shared use of employees. Some Best Practices are:
- Assign a knowledge manager who is responsible for encouraging knowledge base contribution, usage, and continuous quality improvement
- Match fact patterns of new incidents automatically to the knowledge base to quickly provide resolution information
- Provide multiple methods of access to the knowledge base through search, the self-service portal, and intranet links
- Keep community and subject matter experts engaged to create and identify the best content with collaborative Q&A, scoring, and recognition capabilities including peer ratings and award badges
IT Service Management Process
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